CAADP Implementation Martin Bwalya Pretoria, South Africa 26 th November 2010

Presentation outline The NEPAD Agenda & the NEPAD Agency The AU-NEPAD CAADP Agenda -Rationale -Implementation arrangements -Progress and achievements -Future Outlook and focus

NEPAD Agenda & the NEPAD Agency

… Strategy to identify and support opportunities for “wealth creation and socio-economic growth” based on viable growth options, enabling policy environment and quality implementation arrangements NEPAD – Africa’s new vision and strategy for development 2001 AU Decision …

The NEPAD Core Action Areas Environment Science and Technology Infrastructure APRM Health Access to markets Agriculture Political and Economicgovernance Peace and Security Tourism NEPAD core priority areas

NEPAD Agency and the NEPAD Agenda Integration of NEPAD into the AU structures and processes finalised with the resolution to establish the NPCA as technical body of the AU Confirmed the continued leadership of NEPAD by the Heads of State Established the appropriate linkages with AU organs and the AUC

NPCA THEMATIC PRIORITIES Agriculture and Food Security Climate Change & Natural Resources Management Regional Integration and Infrastructure Human Development Economic and Corporate Governance COMPELLING AGENDA Member states and RECs implement quality investment programmes and projects Private sector, Civil Society and other non-state actors are engaged & empowered AU Member states drive continental development processes Crosscutting Issues: Gender, CD & ICT Crosscutting Issues: Gender, CD & ICT

The AU-NEPAD CAADP Agenda -Rationale -Implementation arrangements

CAADP Context CAADP is a continental framework adopted by the Heads of State and Government as one of Africa’s priority programmes CAADP’s Key Objectives are to: – Ensure agriculture led growth (to reach MDG1) by target 6% annual growth rate in agriculture productivity – Increase public investment to 10% of public share – Designed 4 main pillars to guide growth, development and investment – Ensure the inclusivity of the process by involving farmers, private sector, non-governmental organisations and stakeholders – Forster a culture of efficiency, evidence based learning and accountability

Triggers behind CAADP … … at the close of the 20 th Century: Low economic growth rates in Africa Escalating poverty levels Low attention to, and investment in, agriculture sector A need to achieve the MDGs / Food insecurity High food import bills in Africa Low agric. production and productivity Impact of natural and human induced disasters Inadequate regional trade policies and access to markets

High and sustainable Agriculture Performance Food Security and Income Generation (Poverty Alleviation) Wealth creation and support to industrialization Socio-economic growth and improved standard of living and clean environment Organizational development and Institutional reforms Target goal of 6% annual growth rate in agriculture productivity Partnerships and coalitions and collective responsibility Capacity development and alignment/harness ing Policy reforms and policy review structures Knowledge; analysis and evidence based planning

CAADP Principles and targets Primary target issues … Achieve at least 6% sustained annual sector growth in AU member states Encourage 10% mutually agreed and targeted public investment in the agricultural sector

Growth National Governments RECsAUC NEPAD Partner Organisations Incl. private, CSO, DPartners NEPAD Implementation – Core Players

CAADP implementation African Governments, Institutions, development partnerships and policies Main Point of “departure” is that … … the CAADP agenda will be achieved when African Governments, Institutions, development partnerships and policies are strengthen …. …. to stimulate and sustain quality and effective design and implementation of investment programmes for higher performance of African Agriculture

Country CAADP process The Country CAADP process …… as the main instrument for CAADP implementation (embracing a new business model) CAADP Implementation

Post Compact Roadmap Compact Signing Detailed Investment plan formulation Technical Review/Evaluation undertaking (due diligence process) Government–led negotiations on financing and financing plan, and implementation arrangements Business Meeting to validate and finance investment plans Further work on resource mobilization Programs with finance committed Non-financed programs Financing 4 Implementation Post-compact guide

The AU-NEPAD CAADP Agenda -Progress and Achievements -Future Outlook and Focus

CAADP implementation status

Progress in Implementing CAADP 22 countries have signed CAADP compacts with additional 12 countries expected to conclude their compact signing process by April 2011 Of the 22 countries, 18 have developed investment plans and conducted the Technical reviews and Business Meetings Financing, Implementation(e.g. Rwanda, Togo, Sierra Leone, Uganda, Kenya)

Policies and formulation capacity Country CAADP Teams System/Mechanism for supporting CAADP Implementation Country CAADP Teams Country Development Systems Systemic human and organizational capacity Investment programmes

Impact of CAADP – The Case of Rwanda (1) Rwanda signed the CAADP Compact What has been the Impact ? Improved planning, M&E /MAF CAADP team integrated in the ASWG Harmonised action with DPs – from project to programme approach through the SWAp Improved allocation of resources – both human and financial resources Improved inter- ministerial collaboration Business meeting (11/2009) – have since mobilised 75-80% of the required funds

Leveraging private investments - moving towards public – Private – Sector Partnerships e.g. horticulture, aquaculture, whole sale markets Policy reforms, strengthened decentralisation– Land Consolidation, crop prioritization and zoning, input supply – achieved food security for the first time in 2009 & annual sector growth of 15% Impact of CAADP – The Case of Rwanda (2)

… making a difference …  transparency, accountability  Acknowledging / providing for evidence- based analysis  Programmatic approach / comprehensive and integrated planning-programmes  Inter-Ministerial Collaboration  Inclusiveness – opportunity for “new” form of partnerships  Investment Plans/Programmes and Financing

Outlook and focus  Financing; -Private sector financing -Budgeting/Costing -Regional Integration (regional/trans- boundary Programmes)  M&E; Mutual Accountability Framework  Capacity development (CAADP Team; RECs: Knowledge-Info Expert support system; CSO)  Local Ownership

I Thank You

Progress in Implementing CAADP In the last decade: –18 countries have maintained an average economic growth of 5.5% –10 countries met the 6% CAADP agricultural growth rate in 2008 –The decline in the average malnutrition rate is encouraging, but is still high at 29% –About 13 countries are making sufficient progress towards the hunger/poverty MDG targets –10 countries have reached or exceeded Maputo 10% commitment

Independent review purpose Review – The purpose of the technical review is to enhance the quality of agricultural development and increase effectiveness of domestic and foreign development assistance for agricultural growth, food security and reduction of hunger and poverty. I – Help ensure that every possible action is being taken to achieve the objectives and targets laid out in the plan and defined in the CAADP agenda will be met. – Lay the groundwork for successful implementation of the strategy approved at the compact roundtable and reflected in the compact and NAIP Team consists of international experts (predominantly African) Serving for Financing negotiations

Review Components Component 1 …….. Does the strategy and plan align with the CAADP principles and values? Component 2 …….. Is the strategy and plan able to deliver the level and type of growth required to achieve economic growth and reduction in poverty and hunger? Can it achieve the growth and poverty targets? Is this growth realistic vs historic trends? Is the growth efficient? How well distributed is the growth?

Component 3 …….. best practices applied? Is the plan comprehensive? Is it efficient and sustainable? Component 4 …….. implementation Are the institutional, structural, M&E, coordination clear and do the help create an environment for this to succeed? Component 5 Does the plan provide the cost, justification and realistic implementation for portfolio management?